Update to the Association of Ontario Land Surveyors February 27, 2015 Deerhurst, Ontario

Transcription

1 1 Update to the Association of Ontario Land Surveyors February 27, 2015 Deerhurst, Ontario Peter Sullivan CLS, ALS, MBA Director General, Surveyor General Branch Earth Sciences Sector, Natural Resources Canada

2 2 Update The Canadian Geomatics Sector Scan and Value Study The Canadian Geomatics Community Roundtable and GeoAlliance Canada The Canadian Council on Geomatics Cadastral Forum National Standards for Surveys on Canada Lands Canadian Geodetic Survey 2

3 The Canadian Geomatics Sector Scan and Value Study - initial messages The overall contribution of geomatics to productivity in Canada is substantive and expanding rapidly This productivity is notable in oil and gas, mining, and forestry, and other sectors such as agriculture, transport, public safety and engineering Geomatics (including Earth Observation) is a sector on its own The Sector is fragmented and highly complex Geomatics Sector: Organizations involved in geospatial information capture, processing, analysis, presentation of services and in the production of associated technologies includes EO Geospatial Information: Any information that identifies the position relative to the Earth, of objects, whether natural, constructed or cultural 3

4 Core governmental geomatics roles, clearly demarcated between f/p/t partners, provide effective governance Traditional geomatics is sometimes seen as land parcel surveys and administration, engineering and construction surveys, international and national boundary definition, electoral boundaries, national parks, core framework data, treaty or land claim surveys but they are essential in creating value: land regimes for taxation, secure property rights add value and can be leveraged to raise capital, land use planning, urban development, infrastructure layout, resource exploration and monitoring, public safety and human health, Navigation safety and efficiency, and technological innovation 4

5 But the study confirms our hypotheses of shifts in the sector Steady State in Traditional Industry Activities supply driven by governments High Growth Potential in Emerging Opportunities demand driven by end users discreet geospatial products embedded in applications Canada s traditional Geomatics Sector a sector valued at $3 billion - is a smaller piece of a growing Geospatial-enabled pie. specialist firms and professionals specialized technology generalized across industries and professions general purpose technology that will impact geospatial policy in Canada. 5

6 Traditional Industry View The geomatics sector in Canada There are approximately 2,450 private sector geomatics providers doing business in Canada. Earned revenues in 2013 were $2.3 billion 60 percent of firms operate in the data capture and processing segment of the value chain. 70 percent in the data analysis and presentation segment. 50 percent in value-added information production. 20 percent in geospatial technologies. Surveying Geodesy and Positioning * Mapping and Charting Remote Sensing Geospatial Data Mgmnt** Geomatics Consulting Mass Market Geomatics 6

7 The impact of geomatics on productivity is significant in every region of the country Initial Estimates Only Region Real GDP Changes in Real GDP attributed to GI Use (C$ million) Atlantic 0.94% $995 Quebec 0.77% $2,792 Ontario 0.76% $5,295 Prairies 2.03% $8,985 British Columbia 1.02% $2,457 North 2.38% $174 TOTAL contribution of geomatics to the Canadian economy through productivity improvements: $20.7 billion in GDP 7

8 Geomatics has proven to be an enabler of innovation, driving growth in natural resource sectors and other verticals represented by FCGEO member departments and agencies oil and gas mining forestry Distinct competitive advantage promotes rapid and extensive adoption Productivity impacts ~7% GIS permits better modelling of ore bodies and more efficient extraction; improves safety Productivity impacts ~ 5% Differences in practices between small and large producers affect adoption Productivity impacts ~ 4% to 7% creating jobs and downstream benefits. 8

9 Studies, including our own, tell us that That traditional players revenues have remained relatively constant yet the use of geomatics is growing; raising questions about realizing market opportunities and innovation potential. 9

10 It also raises some fundamental questions How can we: better demonstrate the value of geospatial in areas of public need or where we have specific knowledge (e.g. disaster risk response)? ensure that there is a vibrant relationship between R&D and transfer between Canadian academic development and commercialization? Apply traditional and emerging geospatial systems and technologies to better manage our frontier lands and ocean space, particularly north of 60? Ensure Canadian firms are able to access growing international markets for geospatial and land reform, alongside some of our traditional verticals (agriculture, transport, fisheries, oil and gas and mining.) as well as emerging opportunities in location technologies? 10

11 Next Steps Complete compilation and presentation of a large amount of highly complex sector data; Finalize the presentation of the studies by March 31 st for public release. 11

12 GeoAlliance Canada A Proposed National Leadership and Governance Model for the Canadian Geospatial Community James Boxall Brad Ashley 12

13 Background and History: GeoAlliance Canada proposal development Canadian Geomatics Community Round Table (CGCRT) Formed (June 2010) Sector leaders create an informal forum for discussion of issues of national importance to the community CGCRT Meeting (June 2012) Agreement reached to build a Sector-wide geomatics strategy Interim Steering Committee nominated White Paper commissioned CGCRT Workshop (January 2013) Agreed on ideal view of the sector s future Team Canada scenario Permanent Steering Committee nominated and tasked with developing a Pan-Canadian Geomatics Strategy CGCRT Workshop (June 2014) Content of Pan-Canadian Geomatics Strategy agreed upon Action and Implementation Plan formulated Leadership and governance model identified as top priority CGCRT Leadership and Governance Working Group Formed (September 2014) WG members consider leadership and governance model options GeoAlliance Canada proposal developed and released to community in February

14 GeoAlliance Canada: The rationale GeoAlliance Canada is responding to the need for an umbrella organization to address widespread concern about fragmentation of effort in the Geomatics Sector and execute a workable plan that allows the Sector to move forward as a more cohesive whole

15 GeoAlliance Canada: The rationale GeoAlliance Canada will undertake significant projects that help to grow the industry, raise its domestic profile and recover its international competitiveness and leadership reputation

16 GeoAlliance Canada: Following best practice EUROGI European Umbrella Organization for Geographic Information (EUROGI) was formed to maximise the availability, effective use and exploitation of GI (geographic information) throughout Europe Members include national GI organisations, commercial GI companies, government authorities, and Pan European organisations, universities and other not for profit stakeholders Examples of EUROGI initiatives EUROGI imagine Conferences to showcase Europe s best examples of the use and role of Geographic Information and Geo-technologies UPSIDEDOWN PROTECT, a project to harmonize the INSPIRE Directive with CIPS-Security Regulations for underground critical infrastructures LAPSI (Legal Aspects of Public Sector Information) 2.0, a Thematic Network to identify the remaining legal barriers and obstacles to access and re-use of public sector information in the European content market UROGI/eSDI-Net, a platform for sharing SDI knowledge and best practises

17 Value Proposition: Benefits for different types of members All Members Involvement in providing leadership to achieve the sector s Team Canada Vision Opportunity to build strong personal and business networks with other leaders in the sector. Contribution to joint efforts to suggest, seek and access funding that helps to enhance sector innovation and growth. Leveraging of finite resources with other organizations to achieve goals of common interest. Discounts on participation in events organized in partnership with member organizations. Co-investment with other member groups in strategic initiatives of common interest to increase sector brand awareness, promotion and prestige. 17

18 Value Proposition: Benefits for different types of members Business Members Participation in a Business Forum that actively promotes the importance of the private sector and industry interests. Direct engagement with leaders and decision makers in NPOs, government and education. Opportunity to create valuable relationships with new strategic business partners

19 Value Proposition: Benefits for different types of members Government Members Participation in a Government Forum that actively promotes the importance of the public sector and government interests. Direct engagement with leaders and decision makers in NPOs, industry and education. Opportunity to identify and build support for desirable changes and enhancements to high-value public sector geo programs and policies

20 Value Proposition: Benefits for different types of members Not-for-Profit Members Participation in a NPO Forum that actively promotes the importance of the NPO sector and geo association interests. Direct engagement with leaders and decision makers in industry, government and education. Opportunity to share best practices and learn from other NPO leaders

21 Value Proposition: Benefits for different types of members Education Members Participation in an Education Forum that actively promotes the importance of the public sector and education interests. Direct engagement with leaders and decision makers in NPOs, industry and government. Opportunity to participate in projects to help improve education and training programs and develop the next generation of geo-literate citizens. 21

22 Governance Model: Board of Directors makeup 22 22

23 Funding Model: Sources of revenue A sustainable funding model is required to cover the costs of operations and strategic projects A three-year progressive membership fee structure is proposed Discussions are underway with potential sponsors of GeoAlliance Canada start-up with financial and in-kind support Budget focus on strategic projects 23 23

24 Leadership Summit April 20, 2015 Ottawa, Canadian Geomatics Round Table Sign up for CGCRT news

25 Canadian Council on Geomatics Cadastral Forum Directors of Survey and Surveyor Generals CCOG Cadastral Meet twice a year face to face and supplement with conference calls; Attempt to coordinate one meeting with the Associations and one with the Canadian Council of Land Titles Officers; Objective to share information and best practices and address common cadastral issues for example: evolving jurisprudence, standards, jurisdictional boundaries, natural boundaries

26 26 CCOG Cadastral Canadian Generally Accepted Land Surveying Principles a common foundation 26

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28 28 Canadian Geodetic Survey (CGS) A few things we are working on Improve PPP more robust solutions and faster turn around time Developing a sustainable plan for CGS GNSS infrastructure Supporting the application of CGVD2013 Some things we are evaluating GNSS Augmentation the role of government Global Reference Frame Canada s participation With the Canadian Council on Geomatics, options for delivering Geodesy in Canada 28

29 29 More details At the National Surveyors Conference in Winnipeg May 12 th to 15th 29